Leadership Qualities Essays (Examples)

Leadership Research

Models of leadership and management

Comparison and contrast of leadership models

Application of leadership model: Case of Mark Zuckerberg

Table 1- Leadership Table

Leadership Research

Leadership in public and private sector businesses is important for the growth of these businesses. Of late, many researchers have thoroughly investigated the role leadership in promoting businesses. Researchers have also tried to explore the common characteristics of global business leaders that have led their businesses to successful heights. Different models of effective leadership in corporations have also been drafted. One major aspect of leaders being explored in their ability to inspire people surrounding them and use this inspiration to achieve results that could be achieved without having complete trust of followers. While followers might be hard to make for a leader, and yet harder to retain, few researchers have put forth consolidated models of inspirational leaders that effectively make and retain followers.…

Bibliography

Brio, M.M. (2013). Think like Zuck: How Leadership diversity Sparks Innovation. Forbes Magazine. Retrieved from: [ http://www.forbes.com/sites/meghanbiro/2013/01/27/think-like-zuck-how-leadership-diversity-sparks-innovation/ ]

Forbes. (2013). The World's Billionaires: Mark Zuckerberg. Forbes Magazine. Retrieved from: [ http://www.forbes.com/profile/mark-zuckerberg/ ]

Drucker, P.F. (2004). What makes an effective executive? Harvard Business Review, 58-63.

Goffee, R., & Jones, G. (2001). Why Should Anyone Be Led by You? IEEE Engineering Management Review, 29(1), 94-100.

Leadership

Attila the Hun; Collaborative, Driven and Leadership Qualities

Leaders have followers, but the way in which this is achieved may vary. esearch may not have identified a singular set of characteristics or qualities which are always present, but there is general agreement on some qualities and styles that leaders may utilize, these include the collaborative, driven and ethical leadership styles. These are often applied in the modern context of leaders within the commercial context. However, if qualities of leader that are advocated today are valid, they will also be seen in the leaders of the past, as seen with the examining of Alexander the Great by Mintzberg (et al., 2008). Another leader who may be considered is that of Attila the Hun; a man that is portrayed as a barbarian in many texts, but must have had some leadership qualities to gain such a strong and long-term following. As…

References

Chrislip, D; Larson, C, (1994), Collaborative leadership, San Francisco, Jossey-Bass.

Mintzberg Henry, Ahlstrand Bruce, Lampel Joseph B, (2008), Strategy Safari: The Complete Guide Through the Wilds of Strategic Management, Financial Times / Prentice Hall

Roberts, W, (1990), Leadership Secrets of Attila the Hun, Business Plus

Leadership SME

Leadership Strategy from the Top Down: Lessons from the Boardroom in Small and Medium Enterprises

Leadership and management theories and strategies have proliferated at a rapid rate in the twentieth and twenty-first centuries, as organizations have grown larger and more complex and have faced pressures of a much faster pace of business. The demands made on leaders of business organizations and the need for strong leadership in navigating the ever-more changeable waters of modern business have grown along with businesses themselves, in both the degree to which leadership can affect operations and overall success as well as in the number of tasks and knowledge areas that leaders are supposed to be able to handle. Much of the diversification and increased scrutiny of leadership theories, processes, and practices can be attributed to the increased importance and complexity of leadership positions.

In something of an irony, however, the many different…

References

Demmer, W., Vickery, S., & Calantone, R. (2011). Engendering resilience in small- and medium-sized enterprises (SMEs): a case study of Demmer Corporation. International Journal of Production Research 49(18): 5395-413.

Gong, Y., Huang, J. & Farh, J. (2009). Employee learning orientation, transformational leadership, and employee creativity. Academy of Management Journal 52(4): 765-78.

Kotter, J. & Schlesinger, L. (2008). Choosing strategies for change. Harvard Business Review.

Kunze, F., Boehm, S. & Bruch, H. (2011). Age diversity, age discrimination climate and performance consequences -- a cross organizational stud. Journal of Organizational Behavior 32(2): 264-90.

Leadership style of the CEO of Google Inc. using situational leadershi

Larry Page and Sergey Brin met at the Stanford University in 1995 and by 1996, they built first search initially called Backub, which used links to establish the importance of the individual web pages. They continued working on the search engine, and in 1998, they founded the now worldwide-established Google Inc. Company (Larson, 2010). The company packs a lot considering the young age of the company as it now serves billions of users and customers around the globe. The mission of Google Inc. is to organize the information of the entire world and make it useful and accessible universally. The headquarters of the company is in 1600 Amphitheatre Parkway, Mountain View CA 94043. The company boasts and enjoys a vast number of employees across the globe, with an established management team representing a team of the most experienced professionals…

References

Godin, S. (2009). Situational leadership by Kenneth Blanchard and Paul Hersey. Retrieved from  http://www.sayeconomy.com/situational-leadership-by-kenneth-blanchard-and-paul-hersey  / on May 15, 2011.

Nicholas Carlson, Google CEO Eric Schmidt: "We Don't Really Have A Five-Year Plan" (CLIP)|

May 20, 2009, 2:59 PM Read more:  http://www.businessinsider.com/google-ceo-eric-schmidt-we-dont-really-have-a-five-year-plan-clip-2009-5#ixzz2TwicO74K 

Larson, C. (2010). Interview: Googlopolis. Foreign Policy, (181), 152-152. Retrieved from  http://search.proquest.com/docview/748713622?accountid=35812

Leadership Self-Assessment Analysis

In the wake of the corporal scandals of Enron and the Arthur Anderson Company, there have been increased calls for strong ethical leadership. Leadership had always been regarded as a key factor in ensuring the effectiveness of any organization. However, new models are also being developed to challenge the limitations of the prevailing classical theories of leadership.

This paper argues for a tempered approach, one that combines effective leadership with good management. Both factors are important, since over-managed and under-led organizations tend to lose sight of their goals. By the same token, while charismatic leaders can lead their organizations to high levels of success, the lack of management skills means that such victories do not last in the long run.

The growing awareness of corporate and white-collar crime has likewise presented new challenges to the classical leadership model. Organization leaders should now be wary of lawsuits the…

References

Bolman, Lee G. And Deal, Terrence E. 1997. Reframing Organizations: Artistry, Choice and Leadership. San Francisco: Jossey-Bass, 2nd ed.

Northouse, Peter G. 1997. Leadership: Theory and Practice. Thousand Oaks: Sage Publishing.

They appaently need to see someone as actively involved in the leadeship pocess in ode to conside him o he a leade.

One of the chaacteistics that the students did mention was fainess. Each of them descibed scenaios in which they felt as if thei educational leades had not been fai. They peceived that some students wee given pefeential teatment. The easons that they cited fo this pefeential teatment vaied, though paental involvement at school and student involvement in athletics seems to be two common easons that they believed pincipals might teat some students bette than othes. They felt like this diffeential teatment was not beneficial, not only to the students who did not eceive the pefeential teatment, but also to the students who did. Anothe chaacteistic that the students found impotant was that the leades be nice to them; they found it difficult to elate to leades who wee…

references first, and discourage the teachers from challenging them and assigning a lot of homework. However, two of the parents believed that a student-first attitude meant that the educational leaders should be focused on ensuring that the children received the best education possible, with the goal of surpassing any state standards for minimum education requirements.

They also seemed to feel like educational leaders should be available. They seemed to find it very off-putting when educational leaders, particularly those on the administrative level, did not make themselves available to the parents. They wanted to be able to enter into a dialogue with them and feel as if the leaders were paying attention to their issues and concerns, rather than act as if parental concerns were somehow unimportant in the educational context.

Conclusion

There was very little overlap in the qualities that the three groups identified as being critical in an educational leader. Instead, each group of them seemed to focus on the qualities that would permit the educational leader to interact better with them. What this suggests is that an educational leader's effectiveness should not be assessed by a single group of individuals, but by a combination of people from all different areas. Moreover, it suggests that educational leaders need flexibility, so that they can be effective leaders for students, teachers and parents, despite the varying demands of each group.

Leadership

Over the decades, much research has been devoted to studying leadership traits and the qualities of an effective leader. Some of the approaches to assessing leadership include personality theory, as well as the qualitative approach to leadership research.

In the Journal of Personality and Social Psychology, (1988), D.K. Simonton used the personality basis of leadership research that looks at the effectiveness of a leader as a result of particular personality traits. For this study, Simonton carried out an archival analysis of the personalities and personal histories of thirty-nine American presidents, and related that to their perceived effectiveness as Heads of State. An analysis of eight-two separate personality characteristics were ultimately reduced to five general categories; "The interpersonal, charismatic, deliberative, creative, and neurotic styles." (Simonton, 1988).

Simonton makes the point that research into leadership is frequently concerned with the question of whether a great leader is born, or becomes a…

Bibliography

Bryman, A., Stephens, M., & Campo, C. (1996). The importance of context:

Qualitative research and the study of leadership. Leadership Quarterly, 7(3),

Simonton, D.K. (1988). Presidential style: Personality, biography and performance.

Journal of Personality and Social Psychology, 55(6), 928-936.

Leadership

Our persistent approach to the initial years of the twenty-first century, necessitates to recall the crucial incidents of the previous century and to foresee the events to be come across in future more specifically in the ensuing years. The commercial class considered to constitute the largest section in the society much concerned bout the future events. Taking all the technological advancements that took place during the past century in to consideration the corporations are to strive for maintaining the competitiveness in the international market relentlessly. Taking together all the factors one can visualize the extraordinary variations that have profound impact on the global trade and commerce. The veracity of global economy combined with the dissemination of the information technology provided adequate impetus to the corporations large and small to compete in a new dimension. This lays emphasis of the effectiveness of management and leadership skills as a determinant for…

References

Big Dog's Leadership Page - Concept of Leadership. Retrieved at  http://www.nwlink.com/~donclark/leader/leadcon.html 

Classical leadership. Retrieved at  http://www.infed.org/leadership/traditional_leadership.htm 

Clemmer, Jim. Customer Satisfaction is a Reflection of Employee Satisfaction. Retrieved at  http://www.clemmer.net/excerpts/cust_satisfaction.shtml 

Employee Motivation in the Workplace. Retrieved at http://www.bnet.com/abstract.aspx?cid=110&sortby=comp&docid=62973

Most conclusions on this approach were vague or indecisive in terms of social, psychological or mental significance (ice, 1978, 1981; Graen et al., 1972; Ashour, 1973).

Furthermore, over the years, many scholars have come to the realization that leadership is situational and hence there are many realistic settings like the environment, the employees, the resources, etc. that determine the characteristics needed in a leader as well as his/her business approach (Hershey and Blanchard, 1977, 1984). This is why it is important to first understand the different types of scenarios that a leader can face and then use those scenarios as the foundation on which most leadership techniques and approaches are built. This idea of leadership being situational is very helpful in outlining the methods through which leadership can be developed and has taken up a good part of the last three-decade of research (Mckenna, Boyd and Yost, 2007).

There were…

References

Adler, a. (1946). Understanding human nature. New York: Permabooks.

Ashour, a.S. (1973). The Contingency Model of Leadership Effectiveness: An Evaluation. Organizational Behavior and Human Decision Processes 9: 335-76.

Bandura, a. (1997). Self-efficacy. The Exercise of Control. New York: W.H. Freeman. (Bass, B.M. 1985). Leadership and Performance Beyond Expectations. New York: The Free Press.

Bennis, W., and B. Nanus. (1985). Leaders. New York: Harper and Row.

It was after this season that Phil Jackson left the Platoons of Albany and joined the Chicago Bulls as an Assistant Coach, and as it is generally said, the 'rest is history'. (Lakers Coach Phil Jackson signs with WMA and Original Entertainment)

In a nutshell, a leader can be seen as a person or an individual who is inevitably the most important person within the group or organization where he is working or associated with in any way. It is this very leader who is most often responsible for the successes and the failures of the group or the team, which is under him. However, it is sometimes said that success and failure also lies in the hands of the followers, and in nay sort of organization or group, it is in the hands of the follower that the leader's goals and dreams are generally carried out or executed. Chris…

References

DuPree, David. Phil Jackson, Zen and Now. USA TODAY. 6 June, 2002. Retrieved at  http://www.usatoday.com/sports/nba/02playoffs/2002-06-05-cover-jackson.htm . Accessed on 24 January, 2004

Empowerment: Developing Effective Followers. Retrieved From www.surcon.com/Surcon_Empowerment.doc+the+career+and+leadership+of+Phil+Jackson&hl=en"  http://www.surcon.com/Surcon_Empowerment.doc . Accessed on 24 January, 2004

Evaluate Performance Constantly. Retrieved From www.teamsthatwin.com/ftp/EVALUATE%2520PERFORMANCE%2520CONSTANTLY.pdf+how+was+Coach+Phil+Jackson+effective+in+enabling+players+to+reach+their+peak+performance+levels+&hl=en"  http://www.teamsthatwin.com/ftp/EVALUATE%20PERFORMANCE%20CONSTANTLY.pdf . Accessed on 24 January, 2004

Lakers Coach Phil Jackson signs with WMA and Original Entertainment. William Morris Agency, Press Releases. Retrieved at  http://www.wma.com/0/press/pressreleases/Phil_Jackson_Final.html . Accessed on 24 January, 2004

Leadership ehavior for Effective Decision Making

Effective decision making in the competitive business environment is closely linked with leadership skills. Managing change in existing organizations can often be extremely difficult, as it requires changing the organizational culture, the very roots that bind its members. This paper analyses the characteristics of a successful leader, illustrated with a practical example. Contrary to popular understanding, there is no unique style of leadership for all situations and the leader needs to be flexible and change his approach depending on case to case basis. The analysis takes into account the various theories on leadership - behavioral, contingency and transformational and evaluates the response of the leader to various situations in a typical organization operating in a fiercely competitive environment.

From the analysis, it is observed that the leader exhibited varying leadership styles and behavior to address and resolve various issues. The leader is found to…

Bibliography

Bennis, W. (1994) 'Visionary Leadership', in W.Bennis, J.Parikh and R.Lessem (eds) - 'Beyond Leadership: Balancing Economics, Ethics and Ecology', Blackwell: Oxford, pp.32-34

Gardner, H. (2001) 'Leading Minds' (ed) Manrik, J - 'Writers on Leadership', London: Penguin, pp. 73-76

Hampden-Turner, C. (1994) 'Charting the Corporate Mind' in W.Bennis, J.Parikh and R.Lessem (eds) 'Beyond Leadership: Balancing Economics, Ethics and Ecology', Blackwell: Oxford, pp.110-114

Jacobson, R. (2000) 'Leading for a Change: How to master the Five Challenges faced by every leader', MA: Butterwoth-Heinmann, pp.135-138

Though there has been a strong correlation shown between the possession of certain key traits and effective leadership, no trait (or combination of traits) guarantees good leadership. More importantly, effective leadership does not really depend upon specific character traits so much as specific choices. The personality traits that can lead to good leadership tend to be those that allow for decisive and informed decisions based on the needs of the group or organization being led; charisma is certainly not among these, and the traits themselves are secondary to the decisions they lead to, regardless (Kirkpatrick & Locke 1991). Charisma no more makes a leader than attractiveness or another physical attribute.

Going back to charisma specifically, some have questioned whether the use of charisma as an enhancement to leadership -- or at least a tool of persuasion used by one in authority -- is even an ethical way to lead. In…

References

Elliott, M. (2009). "No charisma? Don't worry, you can still be a leader." Time. Accessed 29 January 2010.  http://www.time.com/time/magazine/article/0,9171,1909616-3,00.html 

Howell, J. & Avolio, B. (1992). "The ethics of charismatic leadership." Academy of management executive 6(2), pp. 43-54.

Kirkpatrick, S. & Locke, E. (1991). "Leadership: Do Traits Matter?" The Executive 5(2), pp. 48-60

Nye, J. (2008). "Charisma and leadership." Accessed 29 January 2010,  http://www.huffingtonpost.com/joseph-nye/charisma-and-leadership_b_99466.html

Leadership

Course No -- Leadership

It had often been said earlier that leadership is an inherent quality in certain individuals, but there are also leaders who are made through management institutions, by organizations, through institutions like the armed forces and even through political relationships, etc. There are certain qualities that a leader must have or develop to be a leader and remain a leader and those are the subject matter of discussion now.

The situation in the world is changing and it has come to a position in the beginning of the twenty-first century, that certain characteristics are seen as requirements for being able to influence future changes. Some of them are the ability to bring together individuals as much as possible for them to take a collective action, demonstrate collaborative decision and inclusive decision making for the entire group, maintain a flexible and responsive reaction in reference to all…

REFERENCES

"Devolution in Practice: An Update" Retrieved from  http://www.wkkf.org/Pubs/Devolution/Pub3623.pdf  Accessed 10 September, 2005

"Leadership" Retrieved from http://www.productivesolutions.com.au/leadership.htm Accessed 10 September, 2005

Leboeuf, Maureen K. "Developing a Leadership Philosophy" Retrieved from http://www.au.af.mil/au/awc/awcgate/milreview/leboeuf.htm

Accessed 10 September, 2005

hether involvement is through full time employment or volunteer service, the challenges of today's fire service demand commitment to training, education, experience and self-development. One's professional development is a journey, not a destination. Remember Patience, persistence and perspiration make an unbeatable combination for success.

Napoleon Hill

You've achieved success in your field when you don't know whether what you're doing is work or play.

James Beatty

orks Cited

First In, Last Out Review in Publishers eekly, Reed Business Information, a division of Reed Elsevier Inc. (2004)

International Association of Fire Chiefs Officer Development Handbook First Edition, November 2003, Published in partnership with the IAFC Foundation, (2003), New York: International Association of Fire Chiefs, http://www.iafc.org/associations/4685/files/OffrsHdbkFINAL3.pdf (Retrieved August 20, 2006).

Salka, John, and Neville, Barret. First In, Last Out: Leadership Lessons from the New York Fire Department (New York, Penguin Group, USA, Inc. 2004).

Thomas M. Cunningham, Emergency Services Information Site: Leadership…

Works Cited

First In, Last Out Review in Publishers Weekly, Reed Business Information, a division of Reed Elsevier Inc. (2004)

International Association of Fire Chiefs Officer Development Handbook First Edition, November 2003, Published in partnership with the IAFC Foundation, (2003), New York: International Association of Fire Chiefs,  http://www.iafc.org/associations/4685/files/OffrsHdbkFINAL3.pdf  (Retrieved August 20, 2006).

Salka, John, and Neville, Barret. First In, Last Out: Leadership Lessons from the New York Fire Department (New York, Penguin Group, USA, Inc. 2004).

Thomas M. Cunningham, Emergency Services Information Site: Leadership 101: Integrity,  http://www.withthecommand.com/2002-Aug/MD-TMC-leader-integ101.html  (Retrieved August 20, 2006)

Leaders step forward. That's now leaders become better leaders. That's how a "young" inexperienced" leader becomes a better leader. His or her qualities are formed such that he projects the need and desire to become better. Therefore, it happens. ut the leadership qualities that identified them as requiring more experience or a diversity of challenges to make them a CEO or CO are already present.

Is Leadership a "Learned" Set of Skills and Traits...

It may seem that we are answering the same question three times, and, perhaps we are. If we follow the logic of our previous answer, leadership itself is not a learned set of skills or traits. A leader becoming a better manager or executive or administrator involves a learned set of skills or traits. ut he or she has already displayed the traits of leadership -- those inherent personality characteristics, charisma, talents, and the vision that…

Bibliography

Gunn, B. (2001). Can leadership be taught? Retrieved November 17, 2009, from allbusiness.com:  http://www.allbusiness.com/human-resources/employee-development-leadership/696129-1.html 

Kurnik, E. (2009). Define leadership. Retrieved November 17, 2009, from hubpages.com:  http://hubpages.com/hub/Define-Leadership 

Zito, E., & Zimmerman, S. (2008, April 21). Can Leaders Be Taught? Retrieved November 17, 2009, from onveon.com: http://www.onveon.com/articles/learn-to-lead.htm

According to Blass, et al., writing in Human Resources Management, the best way to acquire political skills, is through the mentoring process. The inexperienced individual who has a desire to become a leader in the HR field must have a mentor who is "…armed with organizational experience" that is borne of "vicarious and firsthand experience" and is willing to share "insights and cues with proteges on what it takes to be successful in the organization" (Blass, et al., 2007, p. 6). Mentors must be able to have an "adaptive capacity" to teach the political skills necessary to lead, Blass continues.

Politically skilled individuals generally possess "greater adaptive capacity," Blass continues, which can result in "positive and strong leader reputation" (p. 6). Moreover, Blass argues that individuals with well-honed political skills gain "influence" because they are socially astute, have learned adaptability, and adjust behaviors "to meet situational demands" (p. 11).

A…

Works Cited

Blass, Fred R. And Ferris, Gerald R. (2007). Leader Reputation: The Role of Mentoring, Political

Skill, Contextual Learning, and Adaptation. Human Resource Management, 46(1), 5-19.

Choo, Ho Geok. (2007). Leadership and the Workforce in Singapore: Evaluations by the Singapore Human Resources Institute. Research and Practice in Human Resource

Management, 15(2), 104-114.

The five-factor model is a classification system of personality traits organized in five broad dimensions i.e. openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism. The model was derived from factor analytic studies of a large number of existing measures on personality traits, and has been established as generalizable across cultures (McCrae & Costa, 1997; McCrae & Costa, 1999; McCrae & John, 1992).

EXTAVESION

The leadership should reflect extra-version; this dimension represents the leader to be optimistic, assertive, and sociable. The leader should serve as intervening means of transmission, expression, or communication. Extraverted leaders are capable of exercising their influence in an assertive manner to communicate in an effective method.

CONSCIENTIOUSNESS

The leadership requires the individuals to be disciplined, organized, and persistent. The leader should watch over or guard against carelessness, laziness and inefficiency. Conscientious leaders are consistently methodical, responsible, and thorough in their decision-making and activities.

EMOTIONAL STABILITY

Leaders are…

References

Sean P. Nubert. 2006. The five Factor Model of Personality in the Workplace.

Jack Welsh. 2005. Five Questions to Ask.

Herb Kelleher. 2003. Words of Wisdom to Graduates

Judge, T.A., Martocchio, J.J., & Thoresen, C.J. (1997). Five-factor model of personality and employee absence. Journal of Applied Psychology.

Leadership Behavioral Approach

"Leadership is the lifting of people's vision to a higher sight, the raising of their performance to a higher standard, and the building of their personality beyond its normal limitations" (Drucker, 1985). Ability to inspire others in a shared vision is one of the quality features of a leader. Leaders have cleared visions and communicate these visions to their subordinates to enhance corporate values.

The objective of this essay is to review the leadership behaviors and approaches common to the organisation.

The paper compares alternative leadership theories, and assesses the validity and utility of these theories with reference to the behaviors of leaders at Apple Computers.

Finally, the study develops a hypothesis and tests this hypothesis by critically analyzing the critical incident to judge leadership performance.

Leadership behaviours and approaches

Leadership behavior and approach are the combine styles that the leaders use to influence the subordinates to…

References

Bass, B., & Bass, R. (2008). The Bass handbook of leadership: Theory, research, and managerial applications. New York, NJ: Free Press.

Clark, N. (2009). Emotional Intelligence & Leadership. University of Southampton

School of Management.

DeRue, D.S., Nahrgang, J.D., Wellman, N., & Humphrey, S.E. (in press). Trait and behavioral theories of leadership: A meta-analytic test of their relative validity. Personnel Psychology.

Leadership Qualifications in the orkplace

Quintessential Leader

Proposed Leadership Model

For eras there have been people and leaders have discussed what the qualifications that make a great leader are. Leadership travels all the way back to the period of the ancient Greeks. In the 1500's, there was an Italian statesman named Niccolo Machiavelli, who wrote The Prince, and in this book he talked about the different methods for leaders to use in obtaining power (Leadership 2003). This all led to the current events dating to the early 1900's and what has been used and developed in today's society. There are a lot of theories of what a leader in the workplace should have and the idea that leaders during history have been people who were seen or looked up to as leaders and deeply appreciated. As people say "There are those that lead and those that follow." An individual with…

Works Cited

Akinboye, J., 2005. Executive behaviour battery. Ibadan: Stirling-Horden Publishers.

Borman, W., 2004. The concept of organizational citizenship. Current Directions in Psychological Science, 13(6), p. 238 -- 241.

Cameron, J.D.E.K.R. & R.R., 2001. Extrinsic rewards and intrinsic: Reconsidered once again.. Review of Educational Research, pp. 30-54.

Charlton, G., 2000. Human Habits of Highly Effective Organisations.. Pretoria: Van Schaik Publishers.

Leadership

Some say that leadership is just getting a job done. I wish to dispute that it does not work that way. Every professional's job is now the front lines, and the skills of leadership are now becoming pivotal to everyone's imagination of himself or herself as a professional. It is well-known fact that simply declaring yourself a leader will not induce anyone to follow you. The course of becoming a leader does not happen overnight. Leadership is growing and beginning to incorporate its significance in every aspects of work. The former command and control model of leadership is dwindling, and self-organizing systems are becoming new practices of looking at leadership.

Leadership is an inner journey, one that never halts. If you take this journey from the viewpoint of following your calling, listening to your heart, and exploring how you can be of service to something greater than yourself, then…

Bibliography

Community service awardee Bob Adams honored for his work with local youth

Publication Date: May 22, 2002

Town Crier Correspondent

The Town Crier Company, Inc., Los Altos, California. All rights reserved.  http://www.losaltosonline.com/latc/arch/2002/21/Communit/1adams/1adams.html

Thankfully, in my role I have become experienced in dealing with multiple stakeholders. I utilized my transformational leadership skills to have all stakeholders buy into my vision of the project, allowing me to shape the project in a manner that would allow me to deliver satisfactory results to all of the stakeholders.

Leadership Lessons

I knew that I was going to demand a lot from all of the different stakeholders, and therefore I needed to lead by example. I took this as the core of my vision for my leadership. I was a situational leader, moving between transformational and transactional as the situation required. I was tough when necessary, in particular with respect to ethics, but I was also able to make contributions that improved the positivity surrounding the project. I worked with the union representative to build a set of disciplinary actions based on my code of ethics, which…

Leadership Styles Among Male and Female Principal

It is the intention of this research to study the leadership and cognitive styles of teachers and instructors of both genders within the educational system and their preference for types of leadership in a principal of that institution.

The research will include teachers and educators from all levels of the educational system from grade school to high school. The study will also include teachers and instructors from all major academic fields of study offered in public and private schools. The studies conducted thus far in the educational arena indicate that teachers are equally inclined towards different cognitive styles.

Teachers prefer a mix of idealist, analytical and realistic cognitive styles of leadership in their Principals. Studies have also indicated that teachers prefer that principals are people oriented and task oriented in their approach to running the school or institution. In addition, teachers also prefer…

Bibliography

Berens, Linda V., and Dario Nardi. Personality Types, Descriptions for Self-Discovery. New York: Telos Publications, 1999.pp.

Blake, R.R., H. Shepherd, and Jane Srygley Mouton. Managing Intergroup Conflict in Industry. Houston, Tx: Gulf Publishing Company, 1964.pp.

Blau, Francine D., Marianne A. Ferber, and Anne E. Winkler. The Economics of Women, Men, and Work. Prentice-Hall Series in Economics. 4th ed. Upper Saddle River, N.J.: Prentice Hall, 2002.pp. xviii, 446

Bossert, S.T., et al. "The Instructional Management Role of the Principal." Educational Administration Quarterly 18.3 (1982): 34-64.

Leadership

The only constant in life is change. Perhaps, it is the recognition of this fact that led the management guru, Peter Drucker, to observe, "Leaders grow; they are not made." Peter Drucker's words are significant because they imply that the test of true leadership lies in the ability to grow by leading change (1999). Indeed, some of the world's greatest leaders such as Franklin D. oosevelt, Mahatma Gandhi and Martin Luther King are admired precisely because they possessed such a quality: "Effective leadership, research suggests ... is a function of the situation in which it is found." (Kotter, 1988, p. 21) Thus, it is evident that good leaders are people who continuously engage in a process of change in order to secure a better future.

The examples of oosevelt, Gandhi, and King also serve to illustrate another quality that a good leader must possess, which is the quality of…

References

Drucker, P. (1999, June). The new commandments of change. Excerpt from Management

Challenges for the 21st Century. Inc. Magazine. Retrieved Nov. 7, 2004:  http://www.inc.com/magazine/19990601/804.html 

Harris, T.E. (1993). Applied Organizational Communication: Perspectives, Principles and Pragmatics. Hillsdale, NJ: Lawrence Erlbaum Associates.

Heart Quotes Center. (2004). Leadership Quotes and Proverbs. Retrieved Nov. 7, 2004:

Leadership is defined as a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive (obins, Pinsky, & Krichko, 2004). Bernard Bass' theory of leadership (Bass, 1990) states that there are three ways to explain the development of how one becomes a leader. The Trait Theory explains that some personality traits may lead people naturally into leadership roles. The Great Events Theory states that a crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. Finally, the Transformational Leadership Theory states that people can choose to become leaders or people can learn leadership skills. The latter theory is the most widely accepted theory today (Fabian, 2004).

When one considers a person as a leader, he/she does not think about personal attributes. Observation is typically…

References

Bass, B.M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics (Winter), 19-31.

Beccaria, L.M., & Favero, N. (2000). [Expectations of nursing managers and assistants as to the managerial style of an executive director of a teaching hospital]. Rev Lat Am Enfermagem, 8(2), 83-90.

Bolman, L.G., & Deal, T.E. (1992). Leading and managing: effects of context, culture and cender. Education Administration Quarterly, 28, 314-329.

Fabian, N. (2004). Leadership -- what is it and are you headed for it? J. Environ Health, 67(3), 54, 52.

Therefore, culturally endorsed leadership theory may require some degree of code-switching (employing different languages or emphasizing and de-emphasizing certain cultural elements) on the part of leaders in order to maintain the balance of general attributes associated with positive leadership. In general, however, there is less of a reliance on the leader as an individual in this type of organizational leadership style, and more of a reliance on universally perceived leadership qualities.

Another fairly efficacious style of leadership for contemporary organizations is transformational leadership. Transformational leadership theory seeks to actuate a change by empowering the various individuals that comprise an organization with the tools necessary to perform their jobs better. Transformational leadership may require a restructuring of a company's objectives, or a reevaluation of the best ways to achieve those values. Oftentimes, transformational leaders are charismatic and are endowed with natural leadership attributes that endear them to people. Their goals are…

References

Ivey, G.W., & Kline, T.B. (2010). "Transformational and active transactional leadership in the Canadian military." Leadership & Organization Development Journal. 31 (3): 246-262. Retrieved from ProQuest.

Javidan,, Dorfman, P., De Luque, M., & House, R. (2006). "In the eye of the beholder: Cross cultural lessons in leadership from project GLOBE." Academy of Management Perspectives, 20 (1): 67-90.

Traywick, B. (2008). "Reagan's transformational leadership." www.youtube.com Retrieved from  http://www.youtube.com/watch?v=puB0Bnt5xfY&feature=related

Conversely, those who are psychologically insecure, mistrustful of others without cause, and who regularly project negative expectations onto social interactions tend to make other uncomfortable and to provoke negative responses from others (Maxwell, 2007; Fitch, 2010).

This point can be illustrated by the following example. A male Soldier (PVT John Doe) arrives to his first unit after graduation from basic training. He hasn't taken any initiative within his team, does only what he is told, and fails to show any leadership qualities. A female Soldiers reports to the same unit during the same time and is promoted ahead of her peers because she take the initiative and gets the mission accomplished.

Those who lead with anger does more damage than the good they were hoping for. It tears down the fabric, the pride that unite an organization are costumed to having. The command climate of an organization is a true…

One reason has to do with the intellectual hurdles that senior executives jump in obtaining their jobs. It takes at least an IQ of about 110 to 120 to get an advanced degree such as an MBA. There is thus a high selection pressure for IQ in order to enter the executive ranks." (p. 250)

The text goes on to argue that the result is that there is not a great deal of variation in the intellectual properties possessed by most leaders. In a sense, this is a further confirmation that certain qualities are inborn, insofar as most leaders can be expected to fall within a specific range of proven intellectual capacity. To go a step further to this point though, Goleman et al. indicate that the difference between the excellent, the average and the inadequate leader will be founded on the high variance of emotional intelligence capabilities. This suggests…

Works Cited:

Avolio, B.J. (2005). Leadership Development in Balance. Psychology Press.

Goleman, D.; McKee, a. & Boyatzis, R.E. (2002). Primal Leadership: Realizing the Power of Emotional Intelligence. Harvard Business Press, 1st Edition.

Koestenbaum, P. (2002). Leadership: The Inner Side of Greatness, a Philosophy for Leaders, New and Revised. Jossey-Bass; 2nd Edition.

Kouzes, J.M. & Posner, B.Z. (2003). The Leadership Challenge. Jossey-Bass, 3rd Edition.

Leadership in My Community

In my community, our church had always wanted to do something to give back and provide assistance to people but no one in the parish could decide on an appropriate task. I came up with the idea of having a ravioli dinner to celebrate the community's Italian heritage and having an all-day benefit by selling pots of ravioli (the community could come in with whatever size pot they had and fill it up with ravioli for $10 a pot) and giving the proceeds to the local homeless shelter. I utilized my servant leadership skills to help move this idea into action by leading others through giving them whatever assistance they needed. I surrounded myself with like-minded individuals from the parish -- about half of dozen (to help organize) and asked them what they needed to make this idea a reality; through these discussions I was able…

LEADERSHIP, INTERPERSONAL SKILLS, DECISION-MAKING research paper prepared for the staff of New Jersey Publishing Corporation

Improving Leaders and Interpersonal Relationship

Communication Skills

ritten, Oral, Listening, Perception)

Organization and Planning

This research paper analyzes the effect of leadership skills providing direction, interpersonal skills in interacting with others and decision making.

It includes oral communication skills, written business communication, and perception skills important in analyzing problems and proposing solutions.

Final component deals with organizational change and self-designing change management.

The research paper will be the basis of a proposal for a seminar workshop to enhance staff knowledge of such qualities as leadership and ability to interact with others for the enhancement of the capabilities of the staff.

Executive Summary

To counteract dire predictions in the globalized world, leadership, interpersonal relationship and decision-making in the corporate world should undergo enhancement, strengthening and change in design

The process takes careful analysis, outlining of problems…

Work Cited

Andrews, Deborah C. And William D. Andrew. Business Communication. New York: Macmillan Publishing Company, 1988.

Blake, Robert R., Jane Srygley Mouton and Ann Adams McCause. Change by Design. Massachusetts: Addison Wesley Publishing Company, 1991.

Brzezinski, Zbignew. Out of Control. New York: Simon and Schuster, 1993.

Ewald, Helen Rothschild and Rebecca E. Burnett. Business Communication. New York: Prentice-Hall, Inc., 1997.

Leadership

Imagine studying your own leadership strengths, weaknesses and coming up with a five I in which a person would need to make improvements? What kinds of theories are needed? One will grasp the various leadership aspects in order to become a better person as a egistered Nurse.

These are the various strengths of mine that are worth mentioning. I am an organized person. In fact, while I take care of my patients I make sure that get them their medications in a timely manner, so that I can help them the individuals well; this means making sure that I follow doctor orders precisely as well as hospital protocol. For example, I maintain confidentiality by maintaining the Health Information Portability Accountability Act (HIPAA). Through this, I demonstrate much integrity in my work setting (Hakala, 2009). As a result, my nurse manager is pleased with my work ethic.

I also am…

References

Durbin, A.J. (2009). Principles of Leadership. Florence: South-Western Cengage Learning.

Hakala, D. (2009, May 26). Top 10 leadership qualities. Retrieved May 21, 2011, from Focus: http://www.focus.com/briefs/human-resources/top-10-leadership-qualities/.

Mattke, E. (2010). Greater Wichita YMCA Case Study on Servant-Leadership. International Journal of Diversity.

Leadership Characteristic

George Washington is one of the most well-known figures in the history of United States of America. His finest qualities are everlasting and have need of modest explanation. Not only Washington was a man of incredible uprightness and audacity but he was also a staunch believer in rendering selfless service to the country he was the founder of. His inimitable leadership qualities led his contemporaries to recognize him as "The Father of His Country." Washington possessed an ingenious, consumerist and charitable nature. He ascertained the maximum principles over and over again for his own dealings and hardly ever disappointed others. To cut a long story short, George Washington made it obvious that the individuals of character are enough to manage governments and lead armies in the most excellent manner ("Exploring George Washington's Leadership").

However, as far as my opinion is concerned, I think that Washington's high moral character…

References

Exploring George Washington's Leadership. (n.d.). Mount Vernon. Retrieved December 28, 2001, from  http://www.mountvernon.org/sites/mountver 

Washington, W. (1931). The Writings of George Washington from the Original Manuscript Sources, 1745-1799 - Vol. 13. Washington, DC: U.S. Government Printing Office. Retrieved December 28, 2001, from  http://www.questia.com/read/58401186/the-writings-of-george-washington-from-the-original

This attribute of ownership and passion makes everyone associated with the project realize that "the buck stops here" as it relates to each project. There is an element of transparency as well in having strong ownership and passion for projects that makes project managers who have this attribute easy to work with, and as a result they gain support quickly in organizations.

Fifth, leadership in project management is also evident in the strong commitment to stay current with operations research, statistical, and operations research initiatives and plans throughout their areas of expertise. Having an inherent interest in the specific areas of project management, leaders in this field often contribute their expertise and thought leadership in written articles and industry speeches sharing their lessons learned in the process.

These five essential attributes are evident in project management leaders. The catalyst of excellent project management performance is a passion for the area…

References

Aguirre, Calderone, Jones (2004) -10 Principles of Change Management. Resilience Report, Booz, Allen Hamilton. New York, NY. Accessed from the Internet on May 10, 2008:

http://www.strategybusiness.com/resilience/rr00006?pg=all

Alstyne, Marshall van, Erik Brynjolfsson, and Stuart Madnick (1997). "The Matrix of Change: A Tool for Business Process Reengineering." MIT Sloan School Working Papers available on the Internet, accessed on May 1, 2008:

 http://ccs.mit.edu/papers/CCSWP189/ccswp189.html

Leadership

[Institution's State]

log 1: Theories and Models of Leadership and Management

An organization is a collection of multidimensional components and there are complex equations between all of these components. It encompasses various individuals, business practices, visions, missions, goals, performance standards, an organizational culture, ethical frameworks, hierarchies based on command and control, working methods, management styles along with relevant theories and models and a considerable number of other factors. Different organizations perform their operations under the influence of distinguished and diverse rules, conditions, circumstances, goals and factors (Cherry n.d.). Since the modus operandi and culture associated with every organization are tailored to its requirements, therefore, the models and theories allied with management style of an organization can also be also distinctive, unique and different from what accomplishes favorable outcomes for another organization.

Ibarra and Hansen (2011, p.p.71) reveals a research-based fact that has consistently shown that diverse teams produce better…

Bibliography

1. Kotter, JP (2007), Leading change: Why transformation efforts fail, Harvard Business Review.

2. Studzinski, J (2010), BVO - World class CEOs master the art of listening. Available from < http://bvo.com/topics/communication-skills-for-leaders/programmes/john-studzinskiworld-class-ceos-master-the-art-of-listening. > [16 July 2012]

3. Ibarra, H, & Hansen, M (2011), 'Are You a Collaborative Leader?' Harvard Business Review [online], 89, 7/8, pp. 68-74.

4. Kent, S (2005, November), Better behavior, PM Network, 19(11), 4+.

Leadership

Phase 1 Discussion Board

Sustainability science is the study of sustainability. This starts with defining sustainability, and then figuring out how to apply this concept to different types of human activity. My research falls into sustainability science is that it is related to the issue of water management. Water is a critical resource for survival, and it is important that we find ways to manage the supply of water better in order to ensure survival. There are many people in Africa who do not have clean drinking water (most people, actually) so this is a very important issue.

I see sustainability as an interdisciplinary science. Transdisciplinary goes beyond interdisciplinary, where researchers work outside their own specialty to tackle holistic problems. Sustainability certainly qualifies as holistic but it is a massive issue that affects all life on earth, so it is not something that a scientist, politician or any other…

But to a certain extent his distanced perspective, his hope and optimism, and also his willingness to listen to the grievances of both sides is what made him such a historically great peacemaker ("George Mitchell," Understanding Northern Ireland: BBC News, 2008). He refused to take 'no' for an answer, when people said that no compromise was possible.

Patience is one of Mitchell's most notable qualities, even though at the time some of his critics said "he gave too much latitude to participants in the talks who were over-fond of their own opinions" ("George Mitchell," Understanding Northern Ireland: BBC News, 2008). But without such unfailing patience, the final peace settlement could never have occurred. The final talks that cumulated in a politically inclusive agreement, the establishment of a chief executive agreeable to both parties, and the agreement of all paramilitary groups to hand over their weapons took thirty-six hours of nonstop…

Works Cited

George Mitchell." Understanding Northern Ireland: BBC News. 3 Mar 2008.  http://news.bbc.co.uk/hi/english/static/northern_ireland/understanding/profiles/george_mitchell.stm

Leadership:

There are several documentations regarding leadership that have focused mainly on attributes that are usually explained in the context of combination of vision, confidence, initiative, and intelligence. Actually, some of the newest, most advanced researches combine current analysis with evolutionary examination regarding the topic. These findings have demonstrated that leadership incorporates a simple premise that an adaptive concept survives over time whereas what is maladaptive does not (Cruz, n.d.). One of the most recent hypotheses suggests that the leadership-followership paradigm is a group-level adaptation. This is primarily because the roles of leaders and followers may be embraced flexible by the same person since it beneficial to be a leader in some cases and a follower in others. However, there is need to understand the leadership-followership paradigm through identifying the definition of followership as it relates to leadership. This process also requires an understanding of perceived benefits or payoffs of…

References:

Civil Air Patrol n.d., Introduction to Followership, CAP Officer Basic Course, viewed 5 April

2013,

Cruz, L n.d., Leadership You Don't Need a Title, Positively Successful Magazine, viewed 5

April 2013,

JIM Kouzes, lecturer and author of nine books of leadership, including the best seller, "The leadership Challenge," qualities that make an effective leader have different perspectives.

There are four things that everyone look for in a good leader. Firstly, people want a leader who is honest to them, trustworthy, and has integrity. Secondly, people want someone who looks forward that is forward looking, who has a vision of the future, and thinks about the long-term, also people want someone who can forecast things in case of crisis. Thirdly, people want someone who is consistent, competitive, expertise and knows what they are doing. Fourth, people want a person who is inspiring, energetic, optimistic and positive about the future.

Research on how leaders execute or put all those attributes into action, or execute those qualities has produced five practices that successful leaders indulge those practices on the job and contribute to the…

Bibliography:

Brady, Chris. (2007): Launching a Leadership Revolution: Mastering the Five Levels of Influence. New York: Business Plus.

Citrin, James M. (2007): The Dynamic Path: Access the Secrets of Champions to Achieve Greatness Through Mental Toughness, Inspired Leadership and Personal Transformation. New York: Rodale Press, Inc.

Covey, Stephen M.R. The Speed of Trust the One Thing that Changes Everything. New York: Free Press, 2006.

Kouzes, James. (2003): Leadership Challenge. New York: John Wiley and Sons, Inc.

leaderships and two different kinds of practices that leaders may practice with followers.

The three different kinds of leadership are the following:

Deliberative -- where the leader deliberately guides and leads his followers

Participative -- where leader and followers participate in making decisions

Charismatic -- where the leader wins his followers over by virtue of his personality and radical decision-making style

The two different kinds of behavior and attitude that the leader may actuate to followers and that are discussed in this essay are:

reward and punishment that result in desired behavior

Boundary setting -- where the leader imposes perimeters for followers in order to achieve certain results.

Using material appended from other settings the essay concludes by telling us how we may become more effective leaders.

ummary of key facts of the Chapters

Chapter Five

This chapter discusses directive leadership. In this paradigm, the leader is in a purely…

Sources

Bartunek JM. 1993. The multiple cognitions and conflicts associated with second order organizational change. In Social Psychology in Organizations: Advances in Theory and Research, ed. JK Murnighan, pp. 322. 49. Englewood Cliffs, NJ: Prentice Hall

Macy BA, Izumi H. 1993. Organizational change, design, and work innovation: a meta-analysis of 131 North American field studies.1961.1991. Res. Organ. Change Dev. 7:235.313

Crawford, Amy. "The Swamp Fox." Smithsonian.com. (http://www. smithsonianmag.com/history-archaeology/biography/fox.html)

Howell JP & Costley DL (2008) UNDERSTANDING BEHAVIORS FOR EFFECTIVE

He learned quickly, showed political prowess, was not afraid to lead his followers in troubled times (like the Screen Actors' strike), and he could think on his feet, develop his own very moving speeches, and he had very strong beliefs which he was not afraid to voice. All of these are qualities of a leader, and they developed as he made his way thorough life.

eagan, with support of some friends and political leaders, began toying with the notion of running for governor in California. Cannon notes,

eagan, despite never having spent a day in public office, had political assets that his opponents failed to recognize. Foremost among these was that he was widely known and liked [...] He was an effective speaker -- in person, on radio, and on television -- with an intangible quality of identifying with his audiences and reflecting their values (Cannon 38).

In 1966, eagan…

References

Cannon, Lou. Ronald Reagan: The Presidential Portfolio: A History Illustrated from the Collection of the Ronald Reagan Library and Museum. New York: Public Affairs, 2001.

Joffe, Josef. "The 'Amazing and Mysterious' Life of Ronald Reagan." The National Interest Fall 2004: 85+.

Siracusa, Joseph M., and David G. Coleman. Depression to Cold War: A History of America from Herbert Hoover to Ronald Reagan. Westport, CT: Praeger, 2002.

Von Drehle, David. "Reagan Hailed as Leader for 'the Ages'." WashingtonPost.com. 2004. 24 Oct. 2008.  http://www.washingtonpost.com/wp-dyn/articles/A35593-2004Jun11.html

leadership and management. The writer defines the terms as well as discusses the three most important issues in leadership today. There were seven sources used to complete this paper.

Worldwide globalization has brought many positive things to the business world including better trade abilities, more communication devices, and additional consumers. The globalization of the business world has blended cultural and tradition beliefs with technological advances to produce a new world of business to be enjoyed and shared. This new way of doing business has brought about many changes at all levels. One of the most important levels of change is happening at the top of the chain, among leaders and managers. As the world continues to globalize and technology keeps opening new possibilities it will become more important for leaders to keep pace with the process.

DEFINING LEADESHIP

One of the most important things to do if one wants to…

References

Laver, Ross, Building a better boss: studies show that the personality of a chief executive can have a major impact on profits and productivity.(Column). Vol. 109, Maclean's, 09-30-1996, pp 41(1).

Klarsch, Bob, She's #1: Encouraging the Leader in Your Daughter., Contemporary Women's Issues Database, 01-01-1997, pp 4-5.

Isaac, Robert G; Zerbe, Wilfred J; Pitt, Douglas C, Leadership and motivation: The effective application of expectancy theory., Journal of Managerial Issues, 07-01-2001, pp 212.

Allred, Brent B.; Snow, Charles C.; Miles, Raymond E., Characteristics of managerial careers in the 21st century.(Special Issue: Careers in the 21st Century). Vol. 10, the Academy of Management Executive, 11-01-1996, pp 17(11).

Malcolm is far too much focused on career progression that all his actions are geared towards promotion, as opposed to productivity. Although he remains a high performer, his somewhat ill-timed ambitions could get in the way of enhanced performance in areas that, in his opinion, fit poorly with his career ambitions.

oot Causes

The most likely contributory factors in this case are poor career planning (on Malcolm's part), failure by the organization to assign mentors during the early stages of deployment, and poor feedback processes.

Possible Solutions

One possible solution is to ensure that Malcolm is properly mentored. Another solution is to ensure that the responsibilities Malcolm is assigned match with his competencies and career goals.

Advantages & Disadvantages

One key advantage of mentorship in this case could be enhancement of professional development. This could, from a general perspective, help in the reduction of employee turnover costs. The disadvantage of…

References

Lawson, K. (2008). Leadership Development Basics. Danvers, MA: American Society for Training and Development.

Leadership Qualities

I have had leadership experiences in different settings such as schools, teams, and the workplace and through these I have had a better understanding about leadership qualities and behavior. One of my leadership qualities is communication. I am able to convey clearly and concisely what I want done, and this in turn makes it possible for me to relate my vision to my subordinates and therefore work towards the common goal. In addition, this open level of communication has enabled my team to know that they can easily trust and rely on me and therefore makes me able work harder (Prive, 2012). Another leadership quality that I have is commitment and drive. I am constantly working hard to ensure that the set objectives are achieved, even in times when we experience setbacks. In addition, another leadership quality I have is honesty and being ethical. In general, corporate governance…

The third, and perhaps most important component in successful leadership, as gained from my findings with my leadership candidate, includes a desire to help others or to advance an organization. According to Bowman and Garten (2006), "Leadership exists as part of a duality. Leaders forge and sustain relationships with followers. Exceptional leaders not only view themselves as life-size but are equally adept at enabling self-knowledge in others" (pg. 1). Without such a vision someone identified as a leader might be more accurately called a workplace bully. Twale and Deluca (2005), in their discussion of workplace bullying, with a special focus on academia, note that bullies tend to be "power hungry" (pg. 6). Competitive, willing to challenge others, and posing "persistent threats to others' personal or professional status," the authors also agree that bullies in the workplace "undermine colleagues work" (Twale and Deluca, 2005, pg. 6). At first it may be…

autobiography Leadership, written by udolph Giuliani and Ken Kurson as the main resource for this biography of Giuliani. I have chose udy Giuliani for exemplary leadership because of his charisma, his fearless attitude, and the way he managed the crisis in New York City after the terrorist bombings of September 11, 2001. While Mr. Giuliani certainly is not a perfect man, he showed remarkable skill, empathy, and leadership when New York City (and the nation) needed it the most.

In addition, Mr. Giuliani is a charismatic man, and before the terrorist bombings, he was a controversial leader at best. Not everyone liked or admired him. He sometimes seems to have an abrasive and grating personality. I was interested to see how his persona before and after the terrorist attacks changed, and how he came to be a hero in the hearts and minds of a nation that had largely ignored…

References

Barrett, W. (2000). Rudy!: An investigative biography of Rudolph Giuliani. New York: Basic Books.

Bernstein, A. (1997, September 29). Why Rudy reigns: Crime pays for New York's mayor. The Nation, 265, 11+.

Bielski, L. (2003). Rudy on leadership. ABA Banking Journal, 95(1), 8.

Giuliani, R.W. (2001, September/October). Ideals, principles & values must transcend all forms of prejudice. Presidents & Prime Ministers, 10, 7+.

eferences

Baker, D.E., Walsh, M.B., & Marjerison, L. (2000). Developing high performance leadership at the process level. In E.F. Holton & S.S. Naquin (Eds.), Developing high-performance leadership competency (Vol. 6, pp. 47-72). San Francisco: Berrett-Koehler.

Bass, B.M. (1985). Leadership and performance beyond expectations. New York: McGraw-Hill.

Bass, B.M. (1990). Bass & Stodgill's handbook of leadership: Theory, research, and managerial application. New York: Free Press.

Brungardt, C. (1996). The making of leaders: A review of the research in leadership development and education. The Journal of Leadership Studies, 3 (3), 81-95.

Burke, M.J., & Day, .. (1986). A cumulative study of the effectiveness of managerial training. Journal of Applied Psychology, 71, 242-245.

Collins, D.B., Lowe, J.S., & Arnett, C.. (2000). In E.F. Holton & S.S. Naquin (Eds.), Developing high-performance leadership competency (Vol. 6, pp. 18-46). San Francisco: Berrett-Koehler.

Conger, J. (1999). Leader's change handbook. San Francisco: Jossey-Bass.

Friedman, T.L. (2000). The lexus…

References

Baker, D.E., Walsh, M.B., & Marjerison, L. (2000). Developing high performance leadership at the process level. In E.F. Holton & S.S. Naquin (Eds.), Developing high-performance leadership competency (Vol. 6, pp. 47-72). San Francisco: Berrett-Koehler.

Bass, B.M. (1985). Leadership and performance beyond expectations. New York: McGraw-Hill.

Bass, B.M. (1990). Bass & Stodgill's handbook of leadership: Theory, research, and managerial application. New York: Free Press.

Brungardt, C. (1996). The making of leaders: A review of the research in leadership development and education. The Journal of Leadership Studies, 3 (3), 81-95.

Leadership design at Lands' end

Integrity

How deep are your convictions on things you count on? Exactly what do you count on A Lot about your work that you will withstand anybody about it? Just how much are you about to jeopardize your crucial beliefs? To exactly what degree do your habits and tne options you make align with your leading worths and concepts?

Integrity suggests sincerity and even more. It describes having sturdy internal leading concepts that one does not jeopardize. It indicates dealing with others as you would want to be dealt with.

Numerous professionals known that a strong sense of right and wrong and sturdy leading concepts are the most vital and standard of all leadership abilities or attributes. Integrity advertises depend on, and very little is achieved without depend on.

Integrity is an ability to the degree that we see it in activity. However it goes…

References

Arthur, W., Jr., Bennett, W., Jr., Edens, P.S., & Bell, S.T. (2003). Effectiveness of training in organizations: A meta-analysis of design and evaluation features. The Journal of Applied Psychology, 88, 234-245.

Barker, R.T., & Stowers, R.H. (2005, December). Learning from our students: Teaching strategies for MBA professors. Business Communication Quarterly, 481-487.

Barrie, S., Ginns, P. & Prosser, M. (2005). Early impact and outcomes of an institutionally aligned, student focused learning perspective on teaching quality assurance. Assessment & Evaluation in Higher Education 30 (6), 641-656.

Bostrum, L. And Lassen, L.v (2006), 'Unravelling learning, learning styles, learning strategies and meta-cognition', Education + Training, vol. 48 no. 2/3

He let them know truthfully and honestly what was expected of them, that the journey would be difficult, and that they would all be in the situation together. He was honest about the impending Civil War when he first took office, and he was honest with his cabinet about the difficulties they would face. This path-goal theory of management helped create a very supportive environment that is necessary when people are facing extremely difficult problems, such as Civil War. The leader must be strong and mature, but he must also be extremely supportive and nurturing, and Lincoln was, which commanded respect among just about everyone he dealt with. He worked very closely with his generals during the war, and he set specific goals for them, another aspect of the path-goal theory -- offering specific leadership advice and goals, and expecting the followers to take the appropriate action. He was supportive,…

References

Elshtain, J.B. (1999, November). Abraham Lincoln & the last best hope. First Things: A Monthly Journal of Religion and Public Life 43.

Gienapp, W.E. (2002). Abraham Lincoln and Civil War America: A biography. New York: Oxford University Press.

Kumuyi, W.F. (2007, August/September). Seven communication tips an effective leader must have. New African 22+.

Rawley, J.A. (2003). Abraham Lincoln and a nation worth fighting for. Lincoln, NE: University of Nebraska Press.

He was a second round draft pick, but he just couldn't seem to connect with the Falcons. However, he never gave up on his dream to be a number one quarterback in the league. His fan web site notes, "You know the lyrics to the song 'I get knocked down, but I get up again - you're never gonna keep me down!'? Brett might not either, but he sure lives by those words" (Editors). In 1992, the Green Bay Packers traded a number one draft pick to take Favre, a move that many thought was totally crazy. However, in his first game, he went in for the injured first-string quarterback, and ended up leading the team to a nail-biting victory over the Cincinnati Bengals, 24-23. In that same year, he became the youngest quarterback ever to play in the Pro-Bowl (23). He took over the head quarterback position after the…

References

Beowulf. Trans. Charles W. Kennedy. Oxford: Oxford University Press, 1978.

Editors. "Bio." OfficialBrettFavre.com. 2008. 14 Feb. 2008. http://www.officialbrettfavre.com/bio/

Editors. "Brett Favre: The Person. BrettFavre.com. 2008. 14 Feb. 2008. http://209.63.75.66/person.php

Leadership Qualities and Nursing Practice

Effective leaders often leave a mark in the lives of those they lead, even many years after the encounter, even if the encounter was a brief one. One of the greatest leaders that have had significant influence over my life is my current Director of nurses with whom I have enjoyed working and gotten inspired over the brief encounter we have had. When I found myself under her leadership, at first I was apprehensive and unsure of what to expect from her. However, over time she has proven to not only be instrumental in development of my leadership skills, but also highly inspiring to our team and an asset to us all. She comes out as a fair leader who will treat all the nurses under her equally without favoring people close to her than the rest of the students. She fairly distributes the tasks…

Malcolm X and Leadership

The Leadership Styles of Malcolm X

Malcolm X was a natural born leader, according to Manning Marable in his biography Malcolm X: A Life of Reinvention (2011:33). What made him so was his incessant drive and ability to command others through repetition of "pet themes" as well as his ability to speak rapidly and overtop others (Marable 2011:33). In his early days before his conversion to Islam, Malcolm X demonstrated a remarkable effectiveness as a "leader of the pack" of assorted hoodlum with whom he fraternized. In this sense, contingency theory best applies to this stage of Malcolm's life, because given Malcolm's social context at the time, his style of leadership -- assertive, combative, and harping -- fit the situation and the type of people with whom he operated: people who respected only muscle and might, of which Malcolm had the intellectual and willful kind. In…

Bibliography

Avolio, B.J., Walumbwa, F.O., & Weber, T.J. (2009). Leadership: Current theories, research, and future directions. Annual Review Psychology, 60 421-449.

Conger, Jay A. (1989). Leadership: The art of empowering others. Academy of Management Executive, 3 (1) 17- 25.

Conger, J.A. (1999). Charismatic and transformational leadership in organizations

Charismatic politicalleadership. The Leadership Quarterly, 10 (2) 145-179.

Management and Leadership Qualities

There are multiple management and leadership qualities that I have acquired during the duration of this course. The vast majority of these are responsible for making me more marketable in a competitive business environment. At a high level, I can say that the qualities I have gained from this class have made me much more flexible and even agile in my approach to leadership. This fact is corroborated by the reality that the chief management and leadership quality that I have gained from this course pertains to extensive knowledge of these two disciplines (which are inherently interrelated). Quite simply, I have learned much more about management and leadership while taking this class than I have ever before. Previously, I was familiar with the basics -- transactional and transformational leadership. However, in the course of taking this class I have expanded my breadth of knowledge to include…

References

Cavazotte, F., Moreno, V., & Hickmann, M. (2012). Effects of Leader Intelligence, Personality and Emotional Intelligence on Transformational Leadership and Managerial Performance. Leadership Quarterly, 23(3), 443.

Van Dierrendonck, D., & Nuijten, I. (2010). The Servant Leadership Survey: Development and Validation of a Multidimensional Measure. Journal of Behavioral Psychology, 26(1), 249-267.

History Of Leadership

Throughout much of history, leadership was viewed as an inherited position. It was rare that somebody would earn their way into a leadership position. Over time, a leadership model emerged that emphasized traits, and those who displayed those traits were funneled into a leadership system that, at best, worked on a linear hierarchy where tenure determined who held what position.

The major gains in leadership theory occurred when the study of leadership moved beyond these two concepts. By the 1940s and 50s, there was a move towards behavioral theories. Leaders weren't successful because of their traits, but because of the behaviors that existed, a concept that was similar but different. Behaviorism opened up the study of leadership, however. It was really the first theory that focused on emergent leadership over assigned leadership. It also began to separate the idea of management from that of leadership. That separation…

References

Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks: CA: Sage Publications.

Leadership Central (2015). Leadership theories. Leadership Central.com. Retrieved December 6, 2015 from  http://www.leadership-central.com/leadership-theories.html

Leadership / Leadership: What? So What? Now What?

Wart (2014) defines leadership as the ability to instill in others the drive to pursue a collective vision so that the pursuit of this vision is a joint effort that leads to joint success. Influencing others in this way can be in terms of social influence. It does not use power which can be viewed as autocratic. It inspires to even those who do not directly report to the leader to accomplish much. olfe's model of reflection will be adopted in this essay and its attributes which include, what, so what and now what will be explored (olfe, et al. 2001).

What?

Leadership as a concept and as a practice has many theories that seek to explain it. Each of these highlight specific attributes. Understanding these attributes is key to attaining goals. Some of these theories are highlighted below as they relate…

References

Bass, B.M., & Avolio, B.J. 1994, Improving Organizational Effectiveness through Transformational Leadership. USA: SAGE Publications.

Bass, B.M., & Riggio, R.E. 2006, Transformational Leadership. USA: Psychology Press.

Brayman A. 1992, Charisma and Leadership in Organizations. London: Sage.

Chemers, M. 2014, An Integrative Theory of Leadership. New York: Psychology Press.

By channeling his energy in another direction, Gates shows that he is not a one-dimensional leader only involved in promoting his company, but a three-dimensional leaders interested in helping the world be a better place. Just one of the programs that has gained media attention is the eradication of malaria, a disease almost non-existent in America but still prevalent in many other parts of the world. Another writers notes, "Malaria strikes 300m people every year, mainly in the farming parts of Africa where mosquito eradication programmes are nonexistent. Of those infected, 1.1m die, most of them children below the age of ten" (Vesely, 2003). The Gates Foundation, along with pharmaceutical companies, are committed to eradicating this, and other diseases such as smallpox, that have been out of control in many other parts of the world, largely due to a lack of funding and support.

Ultimately, Bill Gates leadership style is…

References

Editors. (2007). Biography: Bill Gates. Retrieved 12 March 2008 from the Microsoft.com Web site: http://www.microsoft.com/presspass/exec/billg/bio.mspx.

Gates, B. (2006). How I work. Retrieved 12 March 2008 from the CNN.com Web site:  http://money.cnn.com/2006/03/30/news/newsmakers/gates_howiwork_fortune/ .

Hanlon, M. What a Microsofty; Bill Gates created the modern computer and, with ruthless business brutality made himself the richest man in the world. (2006, June 17). The Daily Mail (London, England), p. 46.

Heller, R. (2006). Management styles & leadership styles of Warren Buffet & Bill Gates. Retrieved 12 March 2008 from the ThinkingManagers.com Web site:  http://www.thinkingmanagers.com/management/management-styles.php .

popular films, The Patriot and Glory to discuss and evaluate leadership illustrations. The writer focuses on the leadership qualities in each film. The writer then explores the differences and similarities between the two especially when it comes to leadership. There were six sources used to complete this paper.

Most movie goers will agree that the silver screen productions that they go to view have a theme. The theme may be obvious and blatant, or the theme can be nothing more than an undertone that runs through the storyline. The themes are not always evidenced immediately, but are savored only after one has been able to enjoy the film and digest its more obvious elements and truths. Two popular movies provide a theme of leadership. Leadership is a broad-based topic of discussion in many arenas today, as it is possible to display and recognize leadership in many different ways. Leadership is…

References

Glory  http://www.movieprop.com/tvandmovie/reviews/glory.htm 

Glory  http://www.destgulch.com/movies/glory/ 

The Patriot  http://www.variagate.com/patriot.htm 

The Patriot and Glory  http://www.ashbrook.org/publicat/oped/owens/00/patriot.html